Sensata is a global industrial technology company striving to create a cleaner, more efficient, electrified, and connected world through its broad portfolio of sensors, electrical protection components, and sensor-rich solutions.• Leads the completion of a multitude of IT-related projects by working with a staff of highly talented professionals. Takes overall ownership for the success of all assigned projects. Advises on various projects or phases of a larger project.• Manages multiple projects simultaneously as part of a program. Leads cross-functional & cross-regional teams.• Advises on project team activities, identifying appropriate resources needed, and developing schedules to ensure timely delivery.• Creates project plans, communication plans, and all standard project documentation to ensure the organization of project teams.• Leads Oracle EBS and Oracle SaaS solution projects. Leads Manufacturing, Planning, and Supply Chain projects.• Maintains deep knowledge of Order to Cash, Integrated Business Planning, Procure to Pay and Plan to Make processes.• PMO Leadership: Fills leadership and Subject Matter Expert (SME) roles in the development, refinement, communication, training, rollout, and adoption of IT PMO processes and supporting templates and tools.• Key Project: Lead the Microsoft Direct Labor Licensing Rightsizing Project. This large and complex project was part of a larger Microsoft Rightsizing Program impacting the entire Sensata enterprise. The Direct Labor initiative aimed to ensure that Sensata's Direct Labor resources are assigned the correct Microsoft license based on their role's needs. Additional benefits of this initiative include continued compliance with Microsoft product agreements as well as a significant optimization opportunity of up to $1 Million annually by taking advantage of Microsoft's new Front Line Worker licensing model and aligning licenses based on persona.

Planet, a Microsoft Gold Partner, is the leading provider of Microsoft Consulting Services to public sector and commercial organizations.• Managed large scale technology projects. Coached team members on project management processes and best practices.• Defined project plans and timelines. Balanced multiple projects, keeping all on track and under budget.• Served as the point of contact and manager of the activities needed to establish multiple projects.• Effectively communicated complex technical matters to upper management, as well as users of all levels. Presented concepts to individuals and large groups. Applied interpersonal, negotiation, and influencing skills to manage a diverse set of stakeholders.• Lead technical and functional teams in software development, operations, and engineering delivery. Applied strong analytical and problem-solving skills to identify and provide solutions to mitigate constraints and risks in the development process. • Delivered under pressure. Multi-tasked and prioritized items as needed. • Evangelized and executed agile processes and methodology. Applied Planet’s Tailored Agile Delivery model.Key Project: Lead a Cloud Modernization Strategy Assessment project for the U.S. Department of Energy (DOE) Office of Energy Efficiency & Renewable Energy (EERE). Occurring in parallel to EERE’s ongoing datacenter migration, the goal of this project was to assess cloud modernization strategies and to develop a roadmap and plan that enables EERE to modernize their mission critical applications and the supporting infrastructure through strategic cloud adoption.

CTS is a value home goods chain that focused on the treasure hunt for seasonal merchandise, operating 83 locations in 20 states.• Reported directly to the CIO. Served as the senior-most leader and domain expert dedicated to establishing and managing the PMO.• Managed relationships with third-party project management service providers. Negotiated the terms and established the legal agreements for these relationships.• Defined comprehensive PMO processes, policies, and procedures governing project ideation, creation, maintenance, approval, prioritization, tracking, execution, and reporting. Documented the standard for new Project Managers (PMs)• Enabled company growth by ensuring the successful execution of new, relocated, and remodeled store projects.• Established and facilitated the Change Advisory Board (CAB), a cross-functional team of IT Managers responsible for the review, approval, and successful production implementation of Technical Change Requests. Developed and ensured adoption of the Change Tracking Repository in FreshService.• Key Project: Managed the selection, implementation, adoption, and administration of PMO portfolio, program, and project management tools. Built the Portfolio Management system in Airtable, the Project Management tool in SmartSheet, and the Project Document Repository in MS Teams/SharePoint.• Key Project: Managed Project Nucleus, CTS's top-priority strategic capital project for 2023, to implement a new Point-of-Sale (POS), Promotions, and Loyalty system across all corporate and retail locations.• Key Project: Led the IT workstream to implement all new CTS marketing systems as part of the strategically critical IT-carveout initiative to establish technical independence for CTS from its former parent company, Bed, Bath, & Beyond (BBBY) by late 2021.• Recognition: Received peer recognition for Raising the Bar by establishing weekly project manager mentoring sessions for new PMs.

Anthem (now Elevance Health) offers insurance plans as well as clinical, behavioral, pharmacy, and complex healthcare solutions.• Collaborated on Agile Transformation initiatives including the adoption of Scaled Agile for Enterprise (SAFe) and Lean delivery processes. Developed delivery standards and governance processes across Agile Release Trains (ARTs), Program Increment (PI) Planning events, Scrum teams, and Scrum-of-Scrums forums.• Defined RASCI interactions, provided mentoring, and delivered process training to key contributing delivery roles including Solution Train Engineers (STEs), Release Train Engineers (RTEs), Scrum Masters, Product Managers, Program Managers, and Project Managers.• Key Project: Drove an effort to establish a new and innovative FHPS Robotics, Artificial Intelligence (AI), and Process Automation capability including the initial proof of concept of UiPath automation functionality.• Key Project: Successfully managed a large strategic program to implement a new FHPS health insurance product offering called FEP Blue Focus, allowing FHPS to take advantage of a significant market growth opportunity and providing more choices for enrollees to select a health plan that meets their needs.• Award: Received a One Anthem Values in Action award for "going above and beyond to exemplify our core values and demonstrating transformational impact". Received thanks for my "ongoing commitment to One Anthem and for taking ownership to drive change that will positively impact our company, our associates, and most importantly, the consumers we have the privilege to serve."

HBI makes everyday apparel that is known and loved by consumers around the world for comfort, quality, and value.• Managed the full life cycle of projects from across the HBI portfolio from Global Supply Chain projects, large acquisition integrations, major IT systems implementations, new facility startups, to business process improvement and optimization.• Supported multiple, complex projects simultaneously with a combined expected annual savings of over $10 million.• Supported PMO group internal activities, including process development, resource modeling, and executive presentation delivery.• Served as a Microsoft Project Online 2013 Implementation Consultant, Administrator, and Subject Matter Expert for the PMO.

Corvesta advanced oral health through scientific research, technology, as well as dental benefits and practice management.• Managed, developed, and supported four IT Project Managers assigned to the IT PMO. Developed departmental goals, career progression roadmaps, and performance appraisals. Managed departmental expenses, training, and travel budgets.• Accountable for the full portfolio of strategic, tactical, and smaller service-request IT projects including business process improvement, infrastructure, and both Waterfall and Agile software development.• Led the IT Project Management Center of Excellence (PMCOE) to innovate standardized processes including the Software Development & Project Management Life Cycles, Change Management, Resource & Demand Management, Project Estimation & Scheduling, Project Portfolio Management, and IT Governance.• Drove a Business Transformation initiative to improve enterprise organizational project management maturity.

Meridium (now GE Digital) is the global leader in Asset Performance Management (APM) software solutions.• Manager in the Professional Services Enterprise PMO. Worked in diverse, multi-cultural and geographically distributed teams.• Managed the development, documentation, maintenance, training delivery, continued improvement, and compliance measurement for all department business processes and supporting templates and tools worldwide. • Authored and implemented the company’s new project management methodology based on industry best practices for project management, software development, and services delivery. Directly managed a program of projects to implement Meridium software and processes for a major global strategic partner.• Contributed to impactful increases in departmental capability, efficiency, productivity, and performance resulting in meaningful improvements in client satisfaction, value realization, company profitability, and record bonus pools for employees. • Key Project: Successfully led a strategic project to architect, design, install, configure, train, implement, and deploy an internal Enterprise Project Management (EPM) solution consisting of Microsoft Project Professional 2013, Project Server 2013, SharePoint 2013, and SQL Server 2012 - Business Intelligence Edition. Ensured deep integration with the existing project management methodology to drive continuous process improvement and compliance. This project significantly enhanced the company’s project portfolio and resource demand management capabilities around the world.

Advance Auto Parts is a leading automotive aftermarket parts provider that serves both professional installer and do-it-yourself customers.• Managed the IT PMO for the top Fortune 500 company in the automotive aftermarket industry. Managed up to nine resources.• Led the PMCOE to provide portfolio, program, and project management governance, tools, processes, and procedures for a diverse mix of classic Waterfall and Agile projects. Developed methods to determine and track the value of IT to the business.• Key Project: Selected and implemented a major Application Lifecycle Management (ALM) solution that leveraged Microsoft Project Server 2010, Team Foundation Server 2010, and SharePoint 2010 to realize significant operational efficiencies by eliminating costly redundant systems and tools, streamlining processes, and standardizing new tools for Project Governance, Project Execution, and Operations. Exceeded all goals, including Phase 1 go-live ahead of schedule, realization of Internal Rate of Return (IRR), Net Present Value (NPV), and Payback Period projections, and top customer satisfaction ratings for 900+ IT department users.

Virtual IT was an IT management consultancy in the energy, government, and healthcare domains.• Led the PMO. Ensured synergy across the portfolio of up to 45 simultaneously active projects and supported the needs of the firm’s three client-facing practice areas. Managed up to 20 resources and directly managed client-facing IT consulting projects as needed. • Developed, implemented, and continuously improved project and program management processes to ensure projects were delivered on time and within budget, adhered to high quality standards and met or exceeded customer expectations. • Obtained two Microsoft Certified Technology Specialist credentials to enable firm to obtain Microsoft Gold Partner status.

SiloSmashers is a consultancy that breaks the internal barriers that hold back organizations, changes how government agencies and corporations manage programs, and smashes silo operations.• Successfully managed a large U.S. General Services Administration (GSA) project to streamline eProcurement and disbursement of goods and services across the federal space. • Helped establish the PMO for the Integrated Acquisition Environment (IAE), one of the 24 federal eGovernment (eGov) initiatives. • Facilitated collaboration between 27 federal agencies, the Office of Management and Budget (OMB), multiple component system stewards, vendors, and other stakeholders within the federal procurement, finance, management, and IT communities to eliminate duplication of effort, and to facilitate early detection and resolution of conflicts.

Integic (now Northrup Grumman) solves the challenges in aeronautics, defense, and cyberspace to meet ever-evolving customer needs.• Managed testing and quality assurance efforts for TRICARE Online, a multi-million-dollar DOD healthcare insurance web portal with eight million potential users including patients and providers. • Presided over system Change Control Board and managed tier III support. Served as application Subject Matter Expert (SME).• Managed relationship with federal government entities, including Developmental Testing & Evaluation (DT&E).

AMS (now CGI and CACI) was a technology and management consulting firm focused on developing and selling customized software to large civilian and military government agencies and corporate organizations spanning multiple industries.• Managed Testing and Quality Assurance efforts for various systems related to AMS-internal career development and corporate accounting, DOD procurement (i.e., The Standard Procurement System (SPS)), DOD healthcare, and state tax administration. • Successfully led testing effort for Dental module of a complex DOD automated patient record system – the Composite Healthcare System II (CHCSII) - a precursor to current civilian patient record systems.• Implemented Capability Maturity Model (CMM®) compliance standards and assisted projects in reaching a CMM level 3 rating. • Selected for corporate Emerging Leader Program.